The Intermediary – December 2025 - Flipbook - Page 53
Q&A
The bridging market has matured beyond all
recognition in recent times, and today’s borrowers
have clear expectations around speed, clarity
and follow-through. They need a lender that can
keep pace without cutting corners, and that suits
us, because flexibility is second nature here. If a
case needs a more thoughtful review, or if there
is a path to a workable deal that others may have
missed, we are prepared to look at it.
For lenders, the main opportunity lies in being
consistent. There is plenty of noise in the market,
with new entrants arriving and others stepping
back, but the lenders that will grow are the ones
that stay steady and keep their service levels tight.
For brokers, the coming year is likely to be busy.
More businesses are considering short-term
funding for refurbishments, acquisitions and
growth plans. They want clarity on terms and clear
guidance on what is possible, and if the wider
conditions settle, we may see even more of that.
For borrowers, bridging still plays a key role
when timing matters. It gives them the space to
act without delay and then move on to a longer
term plan. As long as lenders stay sensible in their
approach, I expect continued demand in 2026.
As we head towards 2026, what
are your aims for the bank in the
year ahead?
Much of the work we have done in 2025 has been
about setting the groundwork for scale. When I
joined, the focus was to steady the ship, rebuild
core parts of the business, and put the right
systems, teams and habits in place. We have done
that, and so the next phase starts now.
Bridging will remain central to our plans in
2026. We see strong demand, and our focus on
judgement-led decisions means we can serve that
market in a meaningful way. We want to grow,
but we want to grow with control and care, not by
chasing volume for the sake of it.
The other part of our plan is the property
lifecycle. There are gaps in the market where
SMEs and property professionals need products
that reflect real-world activity rather than ideal
scenarios. Some lenders create products that look
good, but do not reflect what brokers are seeing
day-to-day. We are taking the opposite approach
by speaking to the market first, then building what
is needed. If a product does not serve a clear need,
then it is a drain on time, budget and resources,
so everything we launch in 2026 will be tested
against actual customer demand, not internal
assumptions. That is how we avoid waste and keep
the bank focused on what matters.
You have spoken before about
turning the business around.
What progress has Recognise
made so far?
It has been a period of significant change. We are
past the stage of firefighting and into genuine
delivery. We have rebuilt the core parts of the
bank and relaunched with a sharper, more focused
outlook, and the team has worked hard to get us
to this point. You can feel the difference across the
business. Looking back, the big thing for me is the
consistency behind the scenes. Where we were
at the start of 2025 and where we are today feels
like a huge shift. We have rebuilt key systems and
reduced the friction that was slowing us down. It is
not headline-grabbing work, but it is the kind that
marks the difference between short-term gains and
long-term strength. We have also been working on
building a culture of straight-talking. Everyone here
has a voice. When we make decisions, they come
from people who have spent years in the lending
space, and it shows. That has helped us build trust
with brokers, many of whom tell us they can feel the
progression in how we operate.
What should brokers and SMEs
expect to see from Recognise
in 2026?
They should expect more of the same focus and
a stronger version of the bank they have seen
this year. That means faster processes, clearer
communication and product development that
reflects what the market actually needs.
We will continue to build our presence in
bridging, but also look at areas across the property
cycle where our flexible approach can support
brokers and borrowers with sensible options.
We want to be the partner they come to when
the case needs thought, speed or both. We will
grow where it makes sense to do so and ensure
our service levels remain consistent throughout.
Any final words for our readers?
Watch this space as we scale. We have already
turned the business around, relaunched with focus
and put ourselves in a strong position for 2026.
There is a lot to be pleased with and even more to
come. The next year will be about taking the solid
work of 2025 and turning it into something bigger,
better and built to last. It is an exciting time for us
and, I hope, for the brokers and SMEs we work with. ●
December 2025 | The Intermediary
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